The challenges addressed by introduction and establishment of procurement cadre are as follows: 1) Introduction of the Procurement Cadre System to establish a clear line of reporting, where Procurement personnel report directly to the Public Procurement Policy Division (PPPD). 2) Capacity development issues were addressed by imparting awareness and training on public procurement. 3) Professionalization of procurement personnel under Government agencies was taken up as one of the topmost priorities after implementation of Cadre System. 4) Performance of procurement personnel was improved. 5) Under-utilization of procurement expertise issues were addressed through clear lines of responsibilities within the job description and Competency Framework.

Procurement cadre is one of the tools used by RGoB to professionalize Procurement personnel and improve the efficiency, effectiveness, and efficacy of the Procurement process. The Cadre System has enhanced the competence of national procurement, and strengthened the Procurement Competency Framework. It will enable individuals to identify gaps in their current competencies related to their current roles, and assist in training needs analysis and development of future personnel development plans. A consistent point of reference and benchmark for procurement performance can be set with implementation of the Cadre System. The Procurement Competency Framework, based on National Occupational Standards in Procurement Management and collective analysis of other Government procurement frameworks internationally, provides an opportunity for procurement to be consistent across all departments at each of the levels in the Himalayan Kingdom. This will enable RGoB to be more confident in its capability internationally

Impact Generated

The Cadre System, introduced and implemented by the Royal Government of Bhutan, has brought in many positive impacts. They are:

1. Introduction of training course - Certificate in Procurement Compliance (CPC) for all personnel involved in procurement, including tender committee members at all levels of the Government.
2. Incorporation of a Module on Public Procurement in Post Graduate Diploma in Financial Management (PGDFM) Course at the Royal Institute of Management.
3. The Competency Framework enables RGoB to align procurement roles with its objectives and overall business requirements. It can be used to design different roles for different levels of seniority. The identification of key core business skills versus procurement skills can be balanced against the requirements of different Government departments and contextualized to individuals who operate in these departments.
4. The aim is that in the future, the Competency Framework will align the skills for the job role, and not the job holder, which will assist in recruitment and career progression.

Job description for Procurement Personnel, revised to include core responsibilities, included:

1. Timely procurement and supply of goods, works, and services essential for smooth running of the Government organization.
2. Consolidation and restructuring of the procurement Human Resource cadre, with creation of an additional level, making it more amenable to efficient and effective delivery of procurement and supply services.
3. Provision is also being made for supporting staff to assist officers of the cadre.

Scalability and Sustainability
 

The Procurement Cadre System can be replicated in other countries across the world, weighing the benefits that the Cadre System brings in the Government Organization, from the impact it makes, and the lessons learned from such a system. Organizations in other countries can set Bhutan’s Cadre System as an example and pilot it in their organizations and, if proven successful, they can adopt the Bhutan’s Procurement Cadre System itself. The Competency Framework and job description of Procurement personnel are designed in a very systematic and motivational way, which facilitates its replication anywhere in the world.

With implementation of the Procurement Cadre System, the Royal Government of Bhutan has learned lessons, including:

1. A detailed research on the existing system will have to be carried out before introducing a new system.
2. Acquire necessary approvals and recommendations from the relevant agencies for support during implementation.
3. Incorporate feedback, comments, and suggestions from the relevant stakeholders to keep them informed.
4. Carry out consultative workshops with the stakeholders concerned to incorporate their needs and opinions on the cadre system.
5. There is a need to incorporate international best practices from other countries that have implemented such a system.
6. Harmonization of existing Government policies and practices within the Cadre System.
7. Attainment of transparency, competitiveness, cost effectiveness, and professionalism in the Public Sector Procurement System.